Meanwhile a number of theories have been developed to improve the performance of organisations. This project discusses one such theory which has been framed by Hillgren and Morse. This report will also aim at shedding light on other areas of high performing organisations in order to justify their excellence and stupendous success as compared to their peers. This comparison is deemed necessary in realisation of the fact that the current business scenario is extremely demanding and organisations have to be immensely efficient in order to sustain the high levels of competition. In order to support the fundamental premise of this research, attempts will be made to identify and evaluate the basic elements of high performance organisations. Furthermore, the HPO SCORES™ model will also be comprehensively analysed.
This assignment identifies four criteria that have been presented by Hillgren and Morse to improve the performance of the organisation. It aims to produce and identify certain common quality characteristics that are considered to be part of “high performance organisations” (IIBF, 2010, p.2). Instead of designing methods that will facilitate the organisations to achieve greater heights, this article aims to recognise if today’s ‘high performing organisations’ have certain characteristics in common. It also compares an organisation’s performance against these criteria. According to the definition generated through the research conducted by Carew et al. (n.d.), “high performing organisations are enterprises that over time continue to produce outstanding results with the highest level of human satisfaction and commitment to success” (Blanchard, 2009, p.9). From this definition it is pretty much comprehensible that these organisations are far more well-coordinated in comparison to their peers in terms of human resource management (HRM) and its allied functions. It has been observed that high performing organisations (HPOs)